Development of offenders - DCS-Home

PART 2. INFORMATION ON PREDETERMINED OBJECTIVES
an overdependence on consultants, and the procurement of necessary consultants through a new tender process.
The department has engaged in a number of interventions in the 2011/12 financial year to turn around the management
of performance information, including the development of technical indicator descriptors for performance indicators
and the development of an Annual Performance Plan Data Capturing Tool that will assist in getting reliable
and timeous information for decision making purposes. While the solution to performance measurement and data
integrity lies in part in resolving the ICT basic infrastructure challenges and in the refinement and implementation of
the Master Information System Plan roadmap, the improvement of the departments management of records and the
management of data collection are essential stepping stones to ensuring the Department has appropriate, accurate,
timeous data for accountability on performance and for decision making.
The management of procurement of goods and services and the management of contracts has remained a challenge
to the Department. The need to extend the nutrition services contract, in the face of a policy directive from the Minister
that nutrition services should be insourced, was due to weaknesses in the governance systems and internal controls
in relation to the management of contracts. The nutrition services contract has been extended with 12 months and
the nutrition services will be insourced by 31 January 2013. The National Bid Adjudication Committee now has the
responsibility to monitor all large contracts that have under a year to expiry date in order to ensure that appropriate
processes are put in place and appropriate decision making takes place at appropriate times.
2.1.6 Key policy developments
The Correctional Matters Amendment Act, No 5 of 2011, has brought a major policy development in relation to the
management of remand detention to bear, which is supported and embroidered on in the draft White Paper on Remand
Detention. The Amendment Act also regulates detention in police cells by stipulating that no inmate may be
detained in a police cell for a period exceeding seven days, whether for purposes of further investigation or because
there are no correctional centres of remand detention facilities in a district. This is resulting in more remand detainees
being referred to the department by SAPS.
A futher key area in the Amendment Act is the Medical Parole Policy, which was finalised and implementation will take
place in 2012/13.
Another key policy development that was approved by the Minister and disseminated to regions for inputs in 2011/12
is the Offender Labour Policy Framework. This policy is aimed at improving the participation of offenders in labour
and facilitates the possibility for employment after release.
Two significant changes in business process resulted in the initiation of policy development in the relation to Halfway
Houses and in relation to electronic monitoring of parolees. These policies were however not yet approved in 2011/12.
After conducting the review on the provision of new facilities through the PPP model, a decision was taken to cancel
the procurement process in October 2011. The building and maintenance of correctional facilities (capital costs) may
still be best provided by third parties, but such a decision can only be taken once DCS had pronounced on its longterm
demand for facilities in relation to both the optimal size for inmate type and location.
2.1.7 Departmental revenue, expenditure and other specific topics
2008/09
Actual
R’000
2009/10
Actual
R’000
2010/11
Actual
R’000
2011/12
Target
R’000
2011/12
Actual
R’000
% deviation
from
target
Tax revenue
Non-tax revenue
Sale of goods & services other than
capital assets
17 268 42 560 43 185 44 951 47 544 105.8%
Fines, penalties and forfeits 16 836 15 694 16 071 19 330 18 129 93.8%
Interest, dividends and rent on land 375 753 1 224 470 654 139.1%
Sales of capital assets 1 412 1 402 768 6 000 23 188 386.5%
Transactions in financial assets & liabilities
44 554 47 926 54 170 55 370 57 364 103.6%
Transfer received 61 143 0 0 3 3%
Total Departmental Receipts 80 506 108 478 115 418 126 121 146 882 116.5%
ANNUAL REPORT 2011/12 29